Perception filters
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Perception filtering is the process of focusing on a selected subset of the large number of stimuli that are present one time. Perceptual filtering is necessary because the cognitive and physical capacity of an individual to process and respond to multiple sources of information is limited <ref name=one> https://dictionary.apa.org/perceptual-filtering </ref>. This focus is individual and determined by biological, cultural and language prerequisites as well as values and thinking styles.[https://www.pmi.org/learning/library/filters-perceptions-influence-thinking-behavior-success-8462] | Perception filtering is the process of focusing on a selected subset of the large number of stimuli that are present one time. Perceptual filtering is necessary because the cognitive and physical capacity of an individual to process and respond to multiple sources of information is limited <ref name=one> https://dictionary.apa.org/perceptual-filtering </ref>. This focus is individual and determined by biological, cultural and language prerequisites as well as values and thinking styles.[https://www.pmi.org/learning/library/filters-perceptions-influence-thinking-behavior-success-8462] | ||
- Wiki article Paul Schatt spring 2022 | - Wiki article Paul Schatt spring 2022 | ||
Revision as of 10:49, 10 February 2022
Management of decision making as is driven by a dynamic complexity. This is determined by the underlying of the problem itself and the "behavioural complexity" of group effects. (Roth Senge 1999).
Perception filtering is the process of focusing on a selected subset of the large number of stimuli that are present one time. Perceptual filtering is necessary because the cognitive and physical capacity of an individual to process and respond to multiple sources of information is limited [1]. This focus is individual and determined by biological, cultural and language prerequisites as well as values and thinking styles.[1] - Wiki article Paul Schatt spring 2022
Contents |
Types of filters
- Biological/ Genetic
- Language/ Culture
- Believes/ Values
- Thinking styles
Filters model
Business behaviour
Relative Interpretation It is known that the acknowledgement of a message is a personal interpretation of the message. The differences in perceptions become bigger the more descriptions are use and the more feelings are involved.
Translation by filters
Blocking by filters When a long message is delivered, filters can cause parts of the message to be blocked. If a message includes emotional and business related parts, the several parts are referred to the personal framework and can be disregarded as being not relevant.
Project manager maturity
Mind dancing
With manging the perception filters actively a project manager is able to influence the stakeholders expectations. This "mind dancing" approach creates the opportunity to have satisfied customers although the project scope is not completely fulfilled. As a project is not only determined by the results but more by the customers satisfaction the success can be increased with this approach. The first step is recognizing the existing of perception and filters in projects and teams. With this acknowledgement and ability to use this filters, strong project teams and stakeholder connections can be formed. Negative filters can be compensated with increasing positives for example by finding a personal connection. The most common example is to find a shared interest. Having something in common, is a starting point of building trust and therefore is lowering negative filters. Exploring the others interests besides the project and work lowering the walls and opens the filters one after the other. With this increased knowledge it is possible to understand the others personal project interests better and gain a better foundation to make decisions on [2].
Bibliography
Citation
- ↑ https://dictionary.apa.org/perceptual-filtering
- ↑ Belling, B. & Mangalaars, F. A. H. (2004). How filters and perceptions influence your thinking, behavior and success in project management: "mind dancing" as a way to success and leadership. Paper presented at PMI® Global Congress 2004—EMEA, Prague, Czech Republic. Newtown Square, PA: Project Management Institute
